Best Practices and Strategies to Ensure Your CRM Can SingMichele Hamer, Emily Meehan,SUNY Oswego Division of Graduate IntelliworksStudies
Agenda Symptoms and Root Causes of an “Under Realized” CRM SUNY Oswego Case Study Best Practices Definition Communication Adoption Optimization
Show of Hands, Please Currently using a CRM? Consider the project complete or live? Think you are operating at full potential?
Sometimes even the greatest actsneed a little help to the stage…
What We [Should] All Know About CRM Yeah yeah, it’s about People, Process AND Technology!
Your Ability to: Should Result In: Define goals and • Increased enrollment objectives Receive data on • Improved yield recruiting effectiveness (inclusive of all recruitment initiatives) • Ideally improved student retention rates Optimize tactics to which demonstrate improve response to recruitment initiatives quality and quantity of the match.
How Pervasive is CRM Underutilization? Ability to Demonstrate Increased Survey of 1,700 worldwide Revenue companies indicated 83.9% Increased are underutilizing the CRM Revenue tools they have in place 16.10% System Underutiliz ed 83.90% Dickie, J., 2009. 2009-Era sales needs 2009-Era CRM. Customer Relationship Manage
What are Some Symptoms of an Underutilized CRM?
Inability to Define the Database Universe Who’s In There? Applicants (but in what stage?), 25% No idea, 40% Purchased lists?, 20% Event leads, 15%
Inability to Efficiently Respond toLeads Are prospective students waiting 120 longer than they need to? 100 No No Followup, 10 Followup, 20 Second 80 No Second Followup, 20 Followup, 60 Followup, 20 60 40 Second First Followup, 10 First Followup, 70 Followup, 60 20 First Followup, 30 0 After 30 Days After 60 Days After 90 DaysIs it personalized? Is it targeted based on the specified program of interest?
Inconsistent Data Capture Across Users The Confident Road Warrior Recruiter Project Lead Student Worker Frustrated End-User
Partial Deployment of Functionality Automated Comms Online Social Application Media Online Inquiry Event Form Management Email Marketing
No Roadmap WHERE IS YOUR The End Game ROADMAP TO GET CRM Rolled Out THERE? More Applications More Accepts More Enrolled Students
User Adoption Challenges No Buy-In Configuration Does Not Meet Needs Lack of Training Lack of Support (Source: Intelliworks; ProSci, Best Practices in Change Management; DemandEngine; AMR Research, Gartner)
About SUNY Oswego Four schools with 30 graduate degree programs and 5 approved non-degree certificate programs School of Education; School of Business, College of Liberal Arts and Sciences, Communication Media and the Arts Total enrollment: 9000; 1000 graduate full time, part time and non-degree
Where We GigSUNY Oswego Program We are where they want to hear us play! Main Campus in Oswego NY Branch Campus in Syracuse NY Finger Lakes area, North Country and various venues in Oswego County Online, hybrid and traditional f2f No song is the same Application requirements vary by program/area of study - Marketing is not all rock’n roll--blues, rap, country…
Operational, Marketing and Growth Pains High growth expectations from President and Provost for enrollment and applications; No capability to track and/or qualify prospects/inquiries or communicate CRM system elements needed to be integrated into strategic marketing plan to demonstrate value and get buy in at the executive level.
Objectives IdentifiedObjective Initiative Drive effective recruiting practices leveraging people,Growth processes, current business practices and technologyEfficiency Move applications online and improve application process management workflow.Quality Develop prospect qualification process and response mechanisms to assist candidates through decision cycleIntelligence Set KPIs to track the above objectives once user adoption is complete and data is readily available
What Could Go Wrong? Built Business Case for CRM Selected Vendor to Meet Technical and Business Requirements Implementation Road Map
7 Months Later…System fully configured BUT…. Email marketing conducted via 2 systems Stalled plans to implement recruitment processes and procedures across departments due to end-user resistance Lack of documentation and training on recruitment process No inquiry follow-up beyond auto email or process to move prospects from inquiry to subsequent stages Overburdened small staff with little time to train and optimize recruitment process
Lack of Executive Sponsorship Project started and executive sponsors stepped back Project manager’s role not communicated No plan or executive support to enforce migration away from legacy systems and/or processes
End-User Adoption Confusion on system configuration, fear and trust of new system Lack of time to train No identified “new” process for moving inquiries to the next stage Business cycle timing: Project interruptions and new deadlines caused conflicts
We Needed Help with Process Technology was implemented, but new recruitment processes were not. Inquiries generated from other systems not being entered into CRM. System not being used to engage prospects at each stage in the enrollment cycle. Inconsistent capture of interactions with prospect across end-users.
How We Are Moving Forward Process planning End-users participation in process configuration Vendor Setting Expectations for Steering Committee Technology updates and configuration to meet our needs
Status Check Realizing what was truly achievable in the timeframe set Implementing many new initiatives among staff of 3 was overwhelming Maintaining attention and support from Executive Sponsors was challenging – one slipped deadline = loss of project confidence
Process in Place to Capture andQualify Inquiries Across 4 Schools
Personalized Targeted Campaigns 30% View Rate for Event Campaign
Analyzing Data, Optimizing andCommunicating Results! Analyzing data to optimize outreach strategies Automated communication plan to engage inquiries Reports and results distributed to executive sponsors
Rule #1: Define Goals, Roadmap, MetricsDefine…A. The business case for a CRMB. Business and technical requirementsC. An implementation plan with defined ownersD. Goals and metrics to be measured over the long term
A. Define The Business Case Diagnose current Relationship Mgmt needs ID key DM’s / Influencers & impact on them Picture the “Shining City on the Hill” Define path to get there Create wins for all related parties
B. Define Technical and BusinessRequirements Before Selecting a Vendor
C. Define Implementation Roadmap Define Configure Verify RolloutMonth 1 Month 2 Month 3 Month 4 Month 4 Month 5 Month 6 New Program Registration Grad Fairs Launch Begins On Campus Applications Go Events Online
Managing the Change to Get ThereInvolves a Lot of Effort CRM Effort Software, 30% Change Management, 70%AMR Research senior analyst Louis Columbus says that if youbroke out a pie chart for the average CRM effort, you’d see thatat least 70% is spent on change management and 30% is spenton software.
And the Best Laid Schemes of Mice andMen… Define Configure Verify RolloutMonth 1 Month 2 Month 3 Month 4 Month 4 Month 5 Month 6 New Program Registration Grad Fairs Launch Begins On Campus Applications Go Events Online
Often Go Awry Define Configure Verify RolloutMonth 1 Month 2 Month 3 Month 4 Month 4 Month 5 Month 6 Project Manager Leaves New Program Mediating Conflicts on Process Registration Grad Fairs Launch Begins On Campus Applications Go New student workers Online Events New Executive Level on board New Program Projects Launches
A Few Words of Advice Account for unknowns in your plan Success is not defined by meeting a deadline Have a co-pilot or “back-up” project support
D. Define Goals and Metrics for theLong-Term• Reduce abandonment rates by 20% •Increase Y-o-Y• Reduce by 45% • Reduce byby 15% time it inquiries 25% the number of clicks to takes to complete a campaign complete application • Grow enrollments in Growth X program by 25% • Maintain inquiry response• Improve satisfaction time under 4 hours • Generate 500 more rates to >85% at 4-5. attendees to info Intelligence • Automate assignment of sessions leads to counselors Quality Efficiency
Rule #2: Communicate… End-Users To prevent mutiny on the CRM! CRM Team Captain
Heard on the Street… “As much as we prepared people on how to functionally deal with the technology, we hadn’t dealt with how their style of working with inquiries would need to change with the implementation. If we had to do it over, I would begin to work with counselors about how they were going to need to work differently.” Jane Raley, Director of Enrollment and CRM Project Manager at Lesley University Graduate and Undergraduate Programs
What to Communicate DuringImplementation Project What, When, and Why Change in Roles or Job Functions Management Expectations
What to Communicate Over theLong-Term Product changes and impacts to existing process New approaches and best practices shared from one group to another Positive Results – to peers, upper management, across divisions
Simmons College:Communication Management Example Simmons: • Undergraduate and Graduate Education • ~60 end-users across grad and undergrad schools Weekly internal meetings with functional leads Global emails and scheduled meetings in advance of new product releases Master rollout schedule for new deployments Executive level reporting and oversight
Rule #3: Drive AdoptionDr. BJ Foggstudies howto harnesstechnology Prospective students are notand humanpsychology the only customers you have….to influencehumanbehavior.
3 Essential Elements for End-UserAdoptionMotivation Simplicity (Keep It Simple Stupid) Behavior Trigger
What You Don’t WantMmm yeah, not much buy-in goingon here…
Heard On the Street…“If they don’t like it, then we can’t use it. It’s that simple.”--Director of Marketing for Online Programs, Quinnipiac University
Quinnipiac University:Best Practice for Driving AdoptionQuinnipiac University:• Online Graduate Programs• 10 Recruiters System piloted with end-users early on Forms to enforce data capture and mark milestones Step-by-Step training guides, and workflows with detailed time-based milestones Weekly 1 on 1 meetings with supervisor to ensure reps meets goals.
Heard on the Street…“We do ‘cram jams’ and Bagel Fridays to encourage attendance at our trainings. We also offer prizes such as discounted movie tickets, and T-shirts.” --Jane Raley, Lesley University Generate excitement and anticipation Rewards-based system Use incentives to encourage participation and best practice sharing
Lesley University:Best Practices for Driving AdoptionLesley University:• Graduate and Undergraduate Programs• 60 End-Users , many across the US 8 trainings per month for various groups Project lead and supervisor presence Campus-based in-person workshops Webinar trainings for off site recruiters for large and small groups REMOTE trainer presents!!
Make it Achievable Less is more! Take a phased approach Set achievable short-term goals Get periodic temperature reads and refine as needed Build foundation before introducing new functionality
Make It Actionable Executive reporting and oversight to encourage and enforce behavior Use alerts and tasks to prompt action Configure to deliver mission-critical information
Heard on the Street… “After training, the end-users are fully accountable to complete tasks and get their projects complete. Most want to make it work and are willing to do it – they are accountable to high people.” Business Analysis/Solutions Consulting and Project Manager for CRM for Simmons College Graduate Schools
Rule #4: There is No Project“End Date”! Observe Executive support/oversight Reporting to benchmark results Include a model and placeholders for summary of observations/findings and recommendations. Refine Change outreach strategy to improve campaign effectiveness Communicate results to Executive Support and get buy-in to optimize or change gears
It’s a Continuous Process Expectations Evolve Communicate Changes andObserve, Refine, Optimi updatesze Needs and concerns Enable Make it easy. Motivate, use triggers,
Summary of Key Success Factors Executive sponsorship to endorse and support project goals Buy-in from front line managers and system users Functional leads informing the process and configuration Continuous and targeted internal communication Timing points of rollout with business cycles Bandwidth to observe findings and optimize
Michele Hamer Emily MeehanState University of New York IntelliworksOswego Division of Graduate Studies Emily.firstname.lastname@example.orgMichele.email@example.com